The current growth literature has stalled over which measures to use in empirical studies, causing a fragmented theory base. This paper claims that there is a third issue that further curbs efforts in developing a better understanding of business growth. Based on a thorough literature review, a quantitative, and a qualitative study, we find that academic scholars and entrepreneurs do not talk about the same thing when they say “business growth.” For practitioners, growth is a more complex phenomenon—with a strong emphasis on internal development—which differs from the simplified conceptualization of growth used in empirical studies.

"Business growth" : do practitioners and scholars really talk about the same thing?

In a knowledge era, intellectual capital has become a determinant resource for enterprise to retain and improve competitive advantage. Because the nature of intellectual capital is abstract, intangible, and difficult to measure, it becomes a challenge for business managers to evaluate intellectual capital performance effectively. Recently, several methods have been proposed to assist business managers in evaluating performance of intellectual capital. However, they also face information loss problems while the processes of subjective evaluation integration. Therefore, this paper proposes a suitable model for intellectual capital performance evaluation by combining 2-tuple fuzzy linguistic approach with multiple criteria decision-making (MCDM) method. It is feasible to manipulate the processes of evaluation integration and avoid the information loss effectively. Based on the proposed model, its feasibility is demonstrated by the result of intellectual capital performance evaluation for a high-technology company in Taiwan.

A new evaluation model for intellectual capital based on computing with linguistic variable

Plural form chain and efficiency: Insights from the French hotel chains and the DEA methodology

Effects of restaurant franchising: Does an optimal franchise proportion exist?

This paper explores social processes between franchisees as a way to control franchisee opportunism Based on the literature of socio-psychological and interorganizational relationships, we argue that cohesion among franchisees is negatively associated with opportunistic behaviors that are potentially harmful to the whole chain We use multilevel and multisource data to show that perceptions of cohesion among franchisees relate both to a) how franchisees apply know-how from franchisors (ie, deviation from chains standards), and b) whether they transfer or withhold information that could be useful to the franchise system (ie, information withholding) Our results underscore the importance of relationships among franchisees, an underexplored component of franchising Copyright © 2010 John Wiley & Sons, Ltd

Opportunistic behaviors in franchise chains: the role of cohesion among franchisees†

Retail franchising: an intellectual capital perspective

Not only are most franchisees themselves small businesses, but so are many franchisors, particularly in the formative years of their franchise businesses. High turbulence and attrition rates in the formative years of franchise businesses result in an industry profile whereby, at any one time, around half of all franchise systems are less than five years old with less than 10 outlets. The question arises: how do successful franchise organizations plan their human capital development in order to accomplish successful growth? An adjunct to this question is the role of franchisees who, while not totally independent in the sense of the conventional small business person, certainly do not see themselves as conventional employees either, and have certain expectations of participation in the process of which they are an integral part. This exploratory article uses case study material from a number of 'exemplar' franchise companies in the development of a resource-based view of organizational development. The article should hold considerable interest, not only for academics interested in franchising, but also for those examining fields such as small business strategic management, innovation and intangible asset growth. 
Reprinted by permission of Sage Publications Ltd from Stanworth, John and Stanworth, Cecelia and Watson, Anna and Purdy, David and Healeas, Simon (2004), International Small Business Journal, 22(6). pp.539-559. © 2004 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution.

Franchising as a Small Business Growth Strategy A Resource-Based View of Organizational Development

Entrepreneurial teams, intellectual capital acquisition and knowledge management: new perspectives on franchising as a small business growth strategy

In order to better understand why retail companies choose to franchise, a framework investigating intellectual capital and knowledge management is presented. Four aspects of intellectual capital are examined: human, structural, relational, and competitive. Results of the analysis find that the decision to franchise depends on the perception of whether intellectual capital can best be captured through franchising or a company-owned firm. Specifically, it was found that franchising is more likely to occur when: (1) competitive capital cannot be easily obtained from other sources; (2) relational capital can be better managed through franchisees; (3) human capital can be found more readily in franchisees than in company managers; and (4) the perceived complexity and cost of structural capital is lower for franchises than for company-owned units. Also, there may be a relationship between the ability to manage the four elements of intellectual capital and company performance. Propositions are made about the relationships between franchise performance and head office structure, the communication strategy between head office and franchise, and the willingness of the franchisor to accept franchisee innovation. (LKB)

Simon Healeas

Papers

Retail franchising: an intellectual capital perspective

Franchising as a Small Business Growth Strategy A Resource-Based View of Organizational Development

Entrepreneurial teams, intellectual capital acquisition and knowledge management: new perspectives on franchising as a small business growth strategy

Retail Franchising: An Intellectual Capital Perspective

Entrepreneurial teams, intellectual capital acquisition and knowledge management: new perspectives on franchising